30. 11. 2018

Five Prospecting Errors That Kill Deals

Could these mistakes be undermining your SaaS prospecting efforts?Successful software sales rep are hardwired to close opportunity – from identifying customer pain points to deftly managing price negotiations, the art of converting potential into revenue is the bread and butter of top-achieving sales professionals in all areas of the tech market.Building that pipeline of opportunity, however, is a different ball game.To close deals, you need deals to close – and creating the initial traction needed to get dialogue open can be a sticking point for reps trying to load up their sales funnels – especially those on the front lines of new customer acquisition.  Whether via email, social media, in-person networking or route one cold-calling – here are 5 prospecting blunders that keep valuable conversations from getting off the ground.Clickbait subject linesGetting busy prospects to engage with cold emails is a tough challenge, and innovative reps are often willing to try anything which generates the all-important open.However, there can be a price to pay on an emotional level if a prospect opens an email and immediately feels that they’ve been tricked or misled by what it contains.The below are just a handful of examples of common cold email titles that immediately arouse suspicion in the recipient:“Just for you…”[An offer for all email blast recipients – not just for me, at all…]“Re:”[Regarding… a conversation we’ve never had?]“The real reason you’re stressed out at work” [What if I’m not…?]As the sales rep, a bait-and-switch email subject line can be counter productive.You may have found right person, have a product of real value and have persuaded your recipient to open your email… but if your prospect’s immediate reaction is one of frustration then the opportunity dies right there.While it’s tempting to ‘get creative’ to drive open rates, integrity has long-term value – if your prospect loses trust upon opening your email, why would they believe the rest of its contents or your wider value proposition?Telling your prospect what their problems are“As marketing director, you’re well aware of the time drains X and Y can cause. You’re running from meeting to meeting, scrambling to keep pace with ABC…”Effective sales is about learning to understand your prospect’s pain points and working with them to find a solution.Here’s the thing – you don’t get to choose those pain points.You might have a very strong suspicion of what they are - and guide the conversation in that direction - but if you’re attempting to build a reciprocal dialogue with a customer then it’s important not to make sweeping assumptions.Why?Prospecting engagement is about encouraging someone to come and talk to you – the quality of your conversation and your ability to offer a solution will determine whether that discussion evolves into a sale.If you present yourself as a mind-reader who has it all figured out, you create the opposite dynamic.How can your prospect expect you to listen and learn in follow-up conversations if you start the relationship telling them about their life without even speaking to them?Information overloadWhether via email or in a call, blasting someone with every possible feature of your solution is typically more overwhelming than it is helpful.When unsure of exactly what a customer’s problem may be, it can be tempting for sales reps to load their email and demo pitches with every major product benefit to make sure they cover all angles, backed up with links to case studies and online resources.Instead of impressing the customer, this can cause them to lose focus in a mire of information.To better balance your initial approach, hint at what your product can do (a tight elevator pitch is key here!), then open the conversation up with some questions to probe for pain points and opportunity. There’s a reason terms like “lead nurturing” exist – prospecting involves the gradual cultivation of initial interest into targeted and detailed discussions around solutions to certified customer issues. Being too laid backSales reps with high emotional intelligence are permanently aware of the risk of pressuring a prospect too hard – excessive zeal to move the process along can drive potentially interested customers away.However, the reverse is also true. Some reps are so cautious to avoid hustling their prospects that their easy-going attitude can come across as indifference.While not pestering a prospect is crucial, it’s also important to establish a clear dynamic – customers need to feel that you truly believe that your solution will help them.If you don’t care whether or not they buy your product, why should they?Without that core belief as a foundation for the dialogue, there will be no pace and no energy in the process, and it may well die out.Not making the case for ROIThere’s often a perception that early prospecting engagements are no place to be talking about ROI – that’s a level of detail for when you’re further down the discussion path, right?Wrong.People need to understand from day one how your solution will help the bottom line – at least at a high level. Sure, they don’t need a complex mathematical breakdown, but entirely ignoring how your solution will pay for itself in productivity, revenue-generation or cost-saving benefits immediately positions it as a nice-to-have add-on.That’s a tough category to be in – you’ll need a prospect with surplus budget to even consider checking out your product.Keep in mind, when prospecting within large corporations you’re very rarely talking to the ultimate decision-maker straight away, so helping your initial contact feel confident that they can ultimately make a sound business case to get sign-off for your solution gives them the confidence that it’s worth exploring the offering in full.***Looking for your next SaaS sales opportunity? Check out Adaptive Tech's full list of sales jobs across the US and Europe here.We recruit for AEs, CSMs, SDRs, VPs and Sales Engineers across fast-growing and established SaaS vendors at all levels.
22. 11. 2018

Sales Careers: What’s the Path to VP?

Many ambitious sales reps have a career goal of one day moving into a top leadership role – what does it take to get there?For many software sales professionals, achieving the coveted title of VP of Sales marks the pinnacle of career development.Arriving as VP means reaching the top of the ladder - no longer a mere member of the sales team but positioned firmly in the driving seat, taking make-or-break decisions and helming the entire organization’s top-line fortunes. Adaptive Tech’s global team has recruited VP roles with startups, scale-ups and established software vendors across a range of SaaS market sectors.Through conversations with CEOs, first-time sales managers and career sales leaders, our recruiters have a privileged angle from which to observe how successful VPs developed the right mix of abilities and experience to move into top-tier roles.For all aspiring future sales leaders - how do you build the skill set needed to land, retain and excel in the role of VP of Sales? It’s not about being number oneOne of the most surprising things for up-and-coming reps to process is that the path to one day becoming a VP doesn’t necessarily involve being a superstar individual producer.Of course, you need credibility.A respectable track record of making and exceeding quota is a key requirement, but focusing on personal production at the expense of developing other important skills can hold back your rise through the ranks.Just as the fastest or strongest girl or guy doesn’t always captain a sports team, solo performance isn’t enough to build a sales leadership career on.  A rockstar account executive who can’t teach, can’t analyze their own performance and hasn’t built rapport with the rest of the team isn’t an attractive prospect for senior management looking to appoint a leader.Your current manager can teach you more than you thinkOne of the simplest ways to start building a feel for sales leadership and the skills required is to actively observe your current manager’s goals and struggles.While it’s natural to think of a sales manager’s only real concern as hitting their revenue number, detailed assessment will show a more complex picture.See what else your manager is grappling with – maybe it’s raising team morale, integrating new hires into the group, re-engineering reporting structures or getting the best out of technology…Once you understand how your manager works, you can actively start to support them in their role. This places you naturally as a leader within your team - someone in tune with the key issues and aligned with leadership goals.A natural player-coach role can often evolve from this, leaving you well positioned for promotion opportunities as a key team member who understands the nuances beyond revenue production.Learn the leversWhile mid-tier sales managers may be able to run short-term sales promotions or experiment with new meeting structures, VPs have the full range of switches and levers at their disposal to drive activity and behaviors within the organization.To excel in the role, VPs need to:Know what their options areCommissions structures, bonuses, SPIFFs, contests, sales enablement resources, recruitment, training and onboarding, CRMs, territory divisions, team structures and hierarchies… VPs have the ability to adjust and configure multiple aspects of the sales organization and processes to increase results. Learning the full breadth of possibilities is key to the development of future sales leaders.Understand how they workIt’s not enough to know what can be tweaked, it’s crucial to have fully appreciate the possible consequences of each change. Sales organizations are delicate things, made up of a complex blend of people, emotions, ambition, technology and processes.Promoting team members may cause satisfaction for some, but resentment for others. Weighting incentive towards new account acquisition could leave renewals and upsells lagging. Lower quotas may make OTEs more attainable, but limit ambition…VPs need to be prudent strategists, aware of the impact any decisions may have both positively and negatively on their teams.Know when to use themTo run a sales organization effectively, VPs also need great awareness of how long each lever takes to ‘pull’, and how long it takes to impact.Faced with a looming quarter-end deadline, for instance, there’s little sense in cranking up outbound call KPIs which won’t be able to affect the short-term need. The goal is to focus on closing pipeline and bringing viable deals over the line – levers need to be pulled which switch focus to the right activity at the right time.Similarly, better content might be a vital solution to converting prospects, but it takes time to develop.Reps and mid-level managers with an eye on one day rising to VP should analyze their own environment on an ongoing basis – study the ‘levers’ being pulled, and watch what the consequences are.It’s surprising how much you can pick up even if you’re a few hierarchy rungs removed from your current sales leadership – the changes and impacts are there for anyone who’s paying attention to observe and learn from. Embrace the importance of dataWhile early sales management roles are often all about coaching a team to success, when it comes to moving the needle for an entire organization, data is the key.Mentoring, directing. training and incentivizing are the ways a VP will seek to drive behavior in a certain direction, but it all starts with understanding the stories in the data - this means how a sales group is currently operating, where the issues are and what types of activities need to be increased or reduced in order to raise the volume and conversion rates of prospects through the sales funnel.Even with powerful analytics tools, data isn’t always a neat picture or even drawn from the same source, so VPs need to build their own visualizations by understanding what they need to know, not just poring over out-of-the-box reports and hoping a solution will appear in front of their eyes.Reps without much exposure to working with data can pro-actively ask to get more of an understanding from their managers, and start to build an awareness of the key data points, ratios and relationships that allow for big-picture thinking and strategic decision-making.Take one step at a timeA true VP role is a unique position involving a wealth of decisions and responsibilities at a strategic level which are seldom within the purview of mid-tier sales managers.Although it’s important to develop an understanding of the challenges ahead, it takes time to build the bank of experience necessary to step up and lead the organization – so don’t worry about reading up on complex incentive structures of the theories of territory management if you haven’t got a solid track record of helping junior colleagues close deals or build pipelines.Those who rise quickly to VP focus on shining at every phase of their sales career, but play the game with their heads up - aware of what their managers and corporate leadership are doing, observing the impacts, and readying their skills for their next step forwards.***Looking for your next SaaS sales opportunity? Check out Adaptive Tech's full list of sales jobs across the US and Europe here.We recruit for AEs, CSMs, SDRs, VPs and Sales Engineers across fast-growing and established SaaS vendors at all levels.
16. 11. 2018

Sales Enablement – are you set up for success?

Strong sales enablement resources can close the gap between potential and closed deals. How does your support measure up?Think about the last sales job you interviewed for – what kinds of questions did you ask?You probably asked about salary. Almost definitely asked about commission. Maybe requested some data or insight around product traction, or asked to learn more about close market competitors.Sales enablement?Probably not.It’s not top of many people’s lists when vetting a new opportunity to ask for details on a company’s sales enablement processes and resources - but the support you’ll receive in articulating the value proposition of a product to prospective customers can have a major impact on your ability to turn interest into revenue.In a career built around incentive compensation and ability to convert prospects to paying customers, sales enablement has a key role to play in equipping reps to be successful and meet (or beat) their numbers. A world-class sales enablement program works to continually optimize the processes, content and resources available to sales employees at all phases of the customer buying journey, ensuring that raw product functionality or salesmanship aren’t the only components driving the sale. This can give reps a critical advantage in the market, while under-equipped or poorly-structured enablement processes leave sales teams fighting with one hand tied behind their backs.So what does ‘good’ look like in sales enablement, and how does your current environment compare?Here’s how to spot the foundational pillars of an elite sales enablement program. - It’s comprehensiveA key function of sales enablement is to create content which educates, guides, inspires or reassures customers throughout their purchase journey. Anything from traditional product overviews, white papers, video tutorials or customer testimonials can fall under this heading.But effective enablement goes far beyond these marketing basics, and looks at the entire sales cycle from multiple angles for both new and existing customers.This means everything from optimizing CRM configuration and prospect data to ensuring sales reps are trained and informed on the resources available to them, and how and when they should be deployed. Leading sales enablement experts obsess over aligning an organization’s sales processes and tools to align perfectly with the journeys of both prospects and repeat clients.- It’s data-drivenThe key to building sales processes which deliver scalable and repeatable results is letting data do the talking.Sales enablement programs which fail to gather, analyze and learn from the data generated throughout the sales cycle miss invaluable information which should be used to shape the development of future resources and workflows in an ongoing feedback loop.In the fast-paced environment of many high-growth SaaS companies, it takes a cool head from leadership to override emotion and gut instinct and find the story contained within the data – but tracking and learning from this provides vital clues as to where and why prospects are failing to convert, and monitoring how effectively new resources resolve those issues.- It’s high-priorityHow high the sales enablement function ranks within organizational hierarchy gives some insight into how its importance is seen by executive leadership. In some companies ‘sales enablement’ is bundled in with corporate marketing (if it even has a name).In others, sales enablement leaders are key members of senior teams, highly-paid experts with substantial budgets and a high-pressure mandate to deliver tangible improvements to a company’s top line and per-rep revenue production.- It adapts quicklyGreat sales enablement needs to move fast.If a sales team detects a gap or obstacle in their workflow, a swift response to offer a solution can mean the difference between righting the ship or missed quotas all round.For most SaaS companies, prospecting is a high-volume activity engaging thousands of customer contacts per week, and an enablement team that takes eons to produce much-needed resources allows painful missed revenue opportunity to slip by unconverted while they deliver.- It’s innovativeThe sales support industry is a vast universe of technology and service-based solutions designed to help sales teams and individuals perform better.Top enablement teams are continually scouring this universe in search of tools and resources that will give their reps a leading edge.Whether it’s collaboration platforms, lead generation tools, prospect data sources, training, marketing or other areas, the sales enablement function should be under continual review and evaluation to see how it might be improved.This doesn’t mean frequent and wholesale change – most sales processes are finely balanced and don’t react well to constant tinkering.What it does mean is a high level of curiosity around exploring and evaluating new opportunities to give reps an advantage or better meet prospect and customer needs.How does your sales enablement environment stack up – world class, or bare-bones basic?Looking for your next SaaS sales opportunity? Check out Adaptive Tech's full list of sales jobs across the US and Europe here.We recruit for AEs, CSMs, SDRs, VPs and Sales Engineers across fast-growing and established SaaS vendors at all levels.
23. 10. 2018

7 Ways To Sell More Than Last Quarter

Actionable steps to improve quarter-on-quarter sales bookings...1. Make smarter use of contentWhether in the form of blog articles, videos, news & PR, case studies or customer testimonials, good content helps you to sell your product by articulating and showcasing its benefits.Reviewing your content use can be a great way to make a quick and easy impact on sales performance. Take stock of the resources available to you – what materials does your website include, what are the latest entries in your news and blog section, does your company have a YouTube channel, or has your marketing or sales enablement team created any new support materials?Once you’ve laid out your content tools, it’s time to make them work harder for you. Simple tweaks like adding a link in your auto-signature to your company’s latest piece of content can generate hundreds of additional high-quality brand engagements for the many prospects you correspond with each day. Adding testimonial links to your LinkedIn profile can have similar results, pushing curious potential customers straight to heartfelt product endorsements by key clients.Look for other areas of your sales process where including quality content could help shorten your discussion or consolidate your pitch and enhance your credibility.2. Embrace incremental improvementMany salespeople are so caught up in the ever-spinning carousel of prospecting, pitching and closing that they’re forever waiting for a chance to step back and make some wholesale changes to their sales process.In reality, that opportunity may never come, and you might not need it. Instead of waiting for an illusory ‘break’ on the horizon where you can overhaul your sales approach, try focusing on small daily or weekly changes you can make which will have a cumulative effect across the quarter.Just five more prospecting InMails or connections per day while you finish your morning coffee adds up to twenty-five new potential conversations in a week. That’s a hundred each month, and four hundred across the quarter.You might choose to spend a few extra minutes preparing for prospect calls, add a new layer of detail or personalization to follow-up notes, or send a higher-value ‘check in’ email to prospects who are between phases of the sales process.Whatever you decide, concentrating on simple bite-size improvements can keep you moving forwards and increasing your performance without suspending any improvement until you take time out for a major review.3. Switch it upWe’re all familiar with the much-used quote (usually attributed to Einstein) that the definition of insanity is “doing the same thing over and over again and expecting different results.”While sticking to an established sales pattern doesn’t qualify as insanity (especially if it’s working), the old adage holds true with regard for the need to change something in a process in order to produce a different outcome.Consistency is good, and it’s a dangerous move to interfere with a workflow that’s producing steady results, but it’s always important to leave some room for experimentation in sales and to keep trying new things out.Whether it’s the way you deliver your pitch, the questions you ask in discovery calls, the length or tone of email you send, the case studies you reference or the way you conduct your prospect research, there are hundreds of points along the buying journey where you can adjust your interaction to impact the course of events.Don’t fix what isn’t broken, but equally don’t expect next quarter to crush this one if you do the exact same thing.4. Put yourself out thereWhat about creating some content of your own? It’s not only marketing who can talk expertly about your product, market or the challenges you help your customers overcome.LinkedIn articles (such as this one right here) are a great way to get in front of prospects by talking about what matters most to them. You might also consider a short video pitch, a guest blog entry or an article on Medium.If content production’s not your thing, you can make an effort to be more active on social media channels with likes, shares and comments, or get involved in relevant LinkedIn group discussions. The more visible you are (in the right places for the right reasons), the more you do to boost your pipeline.5. Review your network for leadsSocial and business networks grow at a rate of knots, and over the course of last quarter it’s likely that you made many new connections as well as accepting outreach from other professionals. To prep for the quarter ahead, review who’s new in your network (friends, colleagues and wider business associates) and score each one for lead potential. If they themselves don’t represent an opportunity, can they link you to someone that does? Have a look through their connections, check out their employers… It’s always surprising to find just how much potential is a few degrees of separation away.6. Attack a weaknessIf you’re serious about next quarter eclipsing the previous one, it’s not enough just to do a few things better - you need to get better too.We’re always keen to work on what we’re good at, but the easiest place to start to see quick improvement in your performance is pro-actively working to minimize weak areas of your sales process and skill set.Whether it’s establishing early rapport with prospects, asking effective qualifying questions, up-selling, cross-selling or closing, invest some time addressing aspects of your game where you know you’re not yet firing on all cylinders.Ask your employer what resources the company has for internal or external training, and supplement any support they offer with your own research. On top of the countless sales books on offer, resources like Quora can be a great place to pick up insight from industry peers, as well as leading sales blogs like HubSpot or Salesforce.7. Gather internal feedbackLast but not least, don’t forget to learn from those who know you best – your own team. If you’re lucky enough to have a hands-on VP who invests time in coaching his or her team, you may be getting some good input from your direct manager already.What’s less common is for sales reps to go their own team members to seek our constructive criticism. Your peers are the ones who’ve probably heard you make the most calls, who know your routine best and who are most clued-in about the ins and outs of each promising deal in your pipeline.While they may not offer it up uninvited, your colleagues can often provide some useful objective advice that helps you fix things you’re not seeing.***Looking for your next SaaS sales opportunity? Adaptive Tech has sales vacancies at levels across the US and Europe: LDR, SDR, Account Executive, Customer Success, Regional Director and VP+.We recruit for established industry leaders and red hot start-ups – explore our full list of job postings here.
29. 06. 2018

Is Your SDR / AE Collaboration Optimized For Success?

The best SDR / AE combos are well-oiled sales partnerships that qualify and sign-up prospects in a continual flow, carefully and efficiently sidelining those who aren’t the right fit. That’s not everybody, though. Teams are blighted by everything from poor qualification processes to inconsistent workflows, and the result can be too much tail-chasing and not enough contract signing.From our experience working with SDRs and AEs across SaaS companies in MarTech, FinTech and other high-growth verticals, here are some thoughts on four simple things that help build a quota-busting partnership.  Let’s kick it off with the SDRs – here are the two most frequent comments we hear from Account Executives on what their top SDRs do that others don’t.1. Push on budget. The most important thing an AE needs to know before scheduling time for a prospect call is whether the customer is serious about spending money on a solution.Many SDRs will go through the motions of asking about budget but will take whatever answer comes first, and then move on in their vetting process. Often customers will explain that they don’t have a fixed budget or are just exploring the market, giving SDRs little to work with. That lack of info then moves upstream, and the AE then has to commit to a call without much sense of financial potential or fit.Feedback from the AE side is that while it’s important not to scare a prospect off, it’s helpful for SDRs to have a few follow-up questions lined up when customers don’t offer a firm budget. This could mean determining whether the prospect is themselves the budget-holder, getting an idea of their overall marketing budget or learning how much they currently spend on other related tools.2. Establish context. Aside from budget, an SDRs function is to help figure out whether a customer’s needs are met adequately by the solution.AEs still have a long road ahead of them if they jump on a prospect call knowing little more about the prospect than they would have been able to find out on line with a simple LinkedIn search, so simply providing this basic data isn’t setting the AE up for a win. SDRs can be very valuable here in asking detailed questions such as what the customer’s team hierarchy and structure looks like, what their current workflow is, whose initiative the potential purchase is etc. This can generate more useful information than simply asking the prospect how many users they think they’ll need – something many customers either don’t know or won’t want to commit to.A strong SDR should be able to present their AE counterpart with a helpful inside look at the customer scenario, allowing for a productive second call focused on a solution.OK AEs, your turn next.Hey, it’s a partnership, right? Gotta go both ways…1. Help your SDR help you. SDRs love working with AEs who are pro-active in coaching them towards delivering higher-quality leads. Although SDRs are typically targeted and compensated on volume of appointment-setting, the majority are also hoping to graduate to a closing role in future, so learning about the full sales cycle and not just throwing dead-end meetings into their AE’s calendar is in everyone’s interest. AEs that work closely with their SDRs by providing feedback on preliminary prospect notes, scheduling regular internal meetings to analyze calls and sharing their own pre-call notes not only help the SDR along their career path, but also fine-tune the lead service they receive from them. Win-win.2. Bring business knowledge to the table, not just product. AEs add a new level of sales experience when they join prospect discussions, but it’s not just the ability to demo a product in depth or drive a conversation towards pricing that SDRs benefit from exposure to. A frequent observation on what makes a top AE is their ability to quickly understand the customer’s problem from a broader business angle. This can actually mean less initial time spent talking about the product and more time discussing the customer’s workflow, goals, clients, competition and current technology setup. Expertise in fluidly creating a 360 snapshot of the customer’s on-the-ground situation then creates a platform to bring technical and closing skills to bear.* * * You can check out all Adaptive Tech’s SaaS sales vacancies here.
11. 06. 2018

The One Powerful Driver Most SPIFFs Miss

Poor sales incentive programs not only fail to get results, they can actually weigh a team down. But done right, SPIFF incentives can be more than just a pat on the back – they can have a long-term strategic impact on a sales organization and culture. Let's have a look at what separates SPIFF programs that fly from those that fail.First up, what's a SPIFF? We'll worry about where the term comes from some other time - the internet is littered with origin rumors dating back to the 1800s decoding what 'SPIFF' might stand for.In most companies, SPIFFs are small incentives for achieving short-term or secondary sales goals (e.g. a sales rep's long-term goal is to hit annual quota, but there may be SPIFFs rewarding things like signing multi-year contracts or landing customers from a specific target list). Though SPIFFs have been around a while, an explosion of popularity in ‘gamifying’ the sales process has brought their potential value back into the spotlight, aided by platforms like LevelEleven, Ambition and Hoopla.* * *It sounds unlikely that an incentive program could disincentivize, right? Especially with sales reps, genetically wired to latch onto any contest going and fight till the bitter end to come out on top…And yes, correctly implemented, SPIFFs are what sales is all about. They're fun, performance-driven opportunities to win something - just for doing your job well. When they misfire, however, they can trivialize the entire sales function. Something designed to fire up competition can quickly nosedive into a demotivating, reductive initiative that compresses the company's vibrant growth vision into a scuffle to win a $50 gift card.So how do you stay out of nosedive territory?In our experience recruiting for hundreds of SaaS vendors across MarTech, FinTech, HRTech and other domains, the smartest SPIFF programs are the ones that align rewards with long-term thinking, and reflect overall company values and vision. It might sound contradictory – SPIFFs are a short-term incentive, no doubt. But motivating sales teams isn’t a short-term challenge, and deployment of short and mid-term sales goals works well if linked to the company’s broader mission.Sure, a $50 gift card isn't bad. Most of us would take it. But it's not usually gift cards that drives us to go to work. If you've picked the right sales team, that's not why they've joined your company. SPIFF incentives have major long-term value when they tap into a really significant driver for the sales rep, such as:Development, networking, collaboration and travel.Examples?We've worked with companies whose sales competitions send the winners to top industry conferences, such as Dreamforce or SaaStr. Events like these don't just offer a ton of networking opportunities and the chance to sit in on presentations and workshops from industry pioneers - they're also a lot of fun (Dreamforce bands have included Metallica, RHCP and U2). International clients have paired reps in different countries across a company-wide league and offered the champions the chance to swap offices for a week. A different spin on the familiar Fantasy Football-style classic but building inter-office collaboration and mixing in a chance to explore the wider business.Instead of a cash bonus or a freebie pizza lunch, some clients arrange for the top two or three contest performers to sit in on select senior management meetings or executive dinners. To an ambitious, career-driven sales rep that's an opportunity that might not come around organically for many years, and a window into a future world that will light a fire that burns longer than any spot bonus. * * *So, what are we saying, a giftcard promo is going to crush morale in your team? Of course not - but along with annual comp plans and career progression, correctly aligned secondary sales incentive schemes which tie in with long-term thinking can have significant impact in reinforcing company culture and values, and show your team you're investing in their success for bigger goals ahead.You can check out Adaptive Tech's SaaS sales vacancies in our job listings here.